Organizational ambidexterity, the ability to simultaneously explore new opportunities and exploit existing competencies, is essential for competing in dynamic environments. This paper aims to address two primary objectives: firstly, to investigate the impact of transformational leadership on organizational ambidexterity at individual level; and secondly, to explore the potential mediating role of employee work engagement in the relationship between transformational leadership and individual ambidexterity. Utilizing a sample of four hundred and six participants, hypotheses were tested through structural equation modeling. The findings reveal that employee work engagement acts as a mediator between transformational leadership and individual ambidexterity, offering new insights into the mechanisms that underpin organizational agility and adaptability